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BMW positioning the brand as to create a new category "luxury performance cars".
Bayerische Motoren Werke (BMW) is a German luxury vehicles, motorcycle, and engine manufacturing company owning and producing Mini cars and serves as the parent company of Rolls-Royce Motor Cars. BMW produces motorcycles under BMW Motor-rad, and plug-in electric cars under the BMW i sub-brand. It is one of the best-selling luxury automakers in the world. Before discussing how BMW positioned the brand in the global market, we must mention a small piece of brand information.
Brand positioning is at the heart of marketing strategy. It is the act of designing the company’s offer and image so that it occupies a distinct and valued place in the target customer’s minds. As the name implies, positioning means finding the proper “location” in the minds of a group of consumers or market segment, so that they think about a product or service in the desired way to maximize potential benefit to the firm.
Deciding on a positioning requires determining the target market and the nature of competition and the optimal points-of-parity and points-of-difference brand associations. In other words, marketers need to know who the target consumer is, who the main competitors are, how the brand is similar to these competitors, and how the brand is different from them.
In brand management, points of difference are formally defined as attributes or benefits that consumers strongly associate with a brand, positively evaluate, and believe that they could not find to the same extent with a competitive brand. On the other hand, points of parity are not necessarily unique to the brand but may in fact be shared with other brands in three types: category, competitive, and correlation.
When BMW first made a strong competitive push into the U.S. market in the early 1980's, it positioned the brand as being the only automobile that offered both luxury and performance. At that time, U.S. luxury cars like Cadillac were seen by many as lacking performance, and U.S. performance cars like the Chevy Corvette were seen as lacking luxury. By relying on the design of its cars, its German heritage, and other aspects of a well-designed marketing program, BMW was able to simultaneously achieve a point-of-difference on performance and a point-of-parity on luxury with respect to luxury cars and a point-of-difference on luxury and a point-of-parity on performance with respect to performance cars. The clever slogan, “The Ultimate Driving Machine” effectively captured the newly created umbrella category—luxury performance cars.
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